This two part series examines the HR trends driving today’s most engaged employees and the successful companies where they work. Follow the building process from talent selection, career development to employee engagement. Learn the strategies that high performing companies are implementing to win the talent revolution.
This webinar was posted on April 26, 2012 and presented by Jose Laurel, Director Client Advisory at G&A Partners.
A presentation describing HR Business Partnering in terms of its principles, methods and metrics, using Management Consultancy as a benchmark to identify their approaches to adopt within an internal HR team.
Get a FREE performance management kit and access to all of Victor's full videos at:
www.lifecycle-performance-pros.com
This presentation discusses the common obstacles to successfully managing organizational performance, namely aligning performance to organizational goals and objectives. This presentation discusses the 4 key alignment areas and offers techniques on how to successfully align perform to each area.
A presentation describing HR Business Partnering in terms of its principles, methods and metrics, using Management Consultancy as a benchmark to identify their approaches to adopt within an internal HR team.
Get a FREE performance management kit and access to all of Victor's full videos at:
www.lifecycle-performance-pros.com
This presentation discusses the common obstacles to successfully managing organizational performance, namely aligning performance to organizational goals and objectives. This presentation discusses the 4 key alignment areas and offers techniques on how to successfully align perform to each area.
HR Transformation-HR Business Partnering - Services HRBP-Consulting 03 2013Sabena Aerospace
Our website is under construction and will be launched soon. Would you like to know more about our HRBP-Consulting services, have a look at the ppt presentation.
Don't hesitate to contact us to better understand your HR business needs and design your customized HR solution.
Putting Succession Planning into Practice – Talent Assessment and DevelopmentThe HR Observer
The session will start with the complexities organisations face when it comes to succession planning. Who do we develop, why and how? We will talk through the use of performance data, adherence to values, engagement and other dimensions in the talent identification process ultimately debating 'Potential'. How do we measure potential? What does it mean? Once organisations have a 'long list' of candidate nominations, how and what do we assess; leadership behaviour, cognitive agility, learning agility and emotional intelligence. We will then close by making the link between the diagnostic development activities and L&D curriculum design.
Amanda White, Managing Director, Innovative HR Solutions
Chris Ryan, CEO, CRSystems
21st Century Talent Management: The New Ways Companies Hire, Engage, and LeadJosh Bersin
How are world-class companies managing their people in 2014 and beyond? This detailed research-based presentation overviews the new solutions for talent acquisition, leadership development, engagement, building Millenial leadership and employee capability development.
As hospitals and health systems continue managing the transition to delivering greater value to patients and populations in the midst of reimbursement degradation, legal and regulatory changes, industry consolidation, and massive workforce demographic shifts, the role and impact of talent management and succession planning practices have come under greater scrutiny. In order to proactively prepare for the unprecedented departure of executive talent while also developing future leaders to address the many implications of the Affordable Care Act, including much greater pressure to demonstrate the value of healthcare services via clinical quality metrics, many hospital organizations have invested in the development of talent management and succession planning capabilities.
This webinar presents findings and practical applications from the semi-annual Healthcare Talent Management Survey, which provides HR executives and senior management teams with direct evidence of the impact of talent management and succession planning capabilities on hospitals’ financial, workforce, and value-based purchasing performance metrics. Webinar participants will learn a practical framework of best practices across a series of capabilities, including talent assessment, role-based leadership development, and onboarding practices. The webinar will conclude with presentation of several case studies highlighting the execution of talent management and succession planning best capabilities at prominent health systems.
Chapter 2 of Jackson HRM, These slides will cover completely the meaning and definition of strategic HRM and parallel processes.
i.e. What is Strategic HRM? How strategic HRM can become a competitive advantage for an organization? What is planning process of Strategic HRM and what are the techniques to manage human resources , make competitive advantage sustainable, managing shortage or surplus of human resources?
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
HR Transformation-HR Business Partnering - Services HRBP-Consulting 03 2013Sabena Aerospace
Our website is under construction and will be launched soon. Would you like to know more about our HRBP-Consulting services, have a look at the ppt presentation.
Don't hesitate to contact us to better understand your HR business needs and design your customized HR solution.
Putting Succession Planning into Practice – Talent Assessment and DevelopmentThe HR Observer
The session will start with the complexities organisations face when it comes to succession planning. Who do we develop, why and how? We will talk through the use of performance data, adherence to values, engagement and other dimensions in the talent identification process ultimately debating 'Potential'. How do we measure potential? What does it mean? Once organisations have a 'long list' of candidate nominations, how and what do we assess; leadership behaviour, cognitive agility, learning agility and emotional intelligence. We will then close by making the link between the diagnostic development activities and L&D curriculum design.
Amanda White, Managing Director, Innovative HR Solutions
Chris Ryan, CEO, CRSystems
21st Century Talent Management: The New Ways Companies Hire, Engage, and LeadJosh Bersin
How are world-class companies managing their people in 2014 and beyond? This detailed research-based presentation overviews the new solutions for talent acquisition, leadership development, engagement, building Millenial leadership and employee capability development.
As hospitals and health systems continue managing the transition to delivering greater value to patients and populations in the midst of reimbursement degradation, legal and regulatory changes, industry consolidation, and massive workforce demographic shifts, the role and impact of talent management and succession planning practices have come under greater scrutiny. In order to proactively prepare for the unprecedented departure of executive talent while also developing future leaders to address the many implications of the Affordable Care Act, including much greater pressure to demonstrate the value of healthcare services via clinical quality metrics, many hospital organizations have invested in the development of talent management and succession planning capabilities.
This webinar presents findings and practical applications from the semi-annual Healthcare Talent Management Survey, which provides HR executives and senior management teams with direct evidence of the impact of talent management and succession planning capabilities on hospitals’ financial, workforce, and value-based purchasing performance metrics. Webinar participants will learn a practical framework of best practices across a series of capabilities, including talent assessment, role-based leadership development, and onboarding practices. The webinar will conclude with presentation of several case studies highlighting the execution of talent management and succession planning best capabilities at prominent health systems.
Chapter 2 of Jackson HRM, These slides will cover completely the meaning and definition of strategic HRM and parallel processes.
i.e. What is Strategic HRM? How strategic HRM can become a competitive advantage for an organization? What is planning process of Strategic HRM and what are the techniques to manage human resources , make competitive advantage sustainable, managing shortage or surplus of human resources?
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
Age diverse work groups are more productive!Joe Slade
According to the Bureau of Labor Statistics (BLS), age-diverse teams demonstrate both deep business experience and a network of friends and colleagues built over 3-5 decades. They also found that workers over 55 are more loyal. In 2016, workers above the age of 55 had a median tenure of more than ten years with an employer vs. 2.8 years for Millennials. We’re not knocking Millennials, just making sure you are aware of why skill sets are not always the answer.
When recruited and managed purposefully, multi-generational work forces are more productive and have less turnover than those in companies without age diversity.
Human resources management and planningSOURABH KUMAR
Human Resource Management, or HRM, is the practice of managing people to achieve better performance. For example, if you hire people into a business, you are looking for people who fit the company culture as they will be happier, stay longer, and be more productive than people who won't fit into the company culture.
G&A Partners Webinar: Legal Pitfalls to Avoid During the Hiring ProcessG&A Partners
f you’ve had any experience hiring employees, you know that there’s no shortage of things that can go wrong during the hiring process: you might miss out on the best candidate; you might hire someone who doesn’t fit in to your organization, or, worst of all, you might say or do something that leaves you and your employer open to a lawsuit. While no company’s hiring process is perfect, by implementing and following carefully constructed hiring policies and procedures, you can ensure that both you and your employer are protected from costly litigation.
This webinar, hosted by Sean O’Donnell, one of G&A Partners' experienced HR advisors, explains how to avoid some of the most common pitfalls of the hiring process, including:
• Labor and employment laws associated with each stage of the hiring process;
• How to create and enforce legally compliant hiring policies and procedures;
• How to improve your hiring process while protecting your organization from discrimination charges.
What's Going on in Labor and Employment Law: 2016 and BeyondG&A Partners
What’s trending in the world of human resources compliance? Get the inside scoop on the hottest topics in labor and employment law from a board-certified expert in this fast-paced webinar program.
How to Respond to Active Shooter Incidents in the Workplace G&A Partners
Over the past few months, coverage of mass shootings at Umpqua Community College in Roseburg, Oregon, and the Inland Regional Center in San Bernardino, California, has gripped the country and shone a national spotlight on what law enforcement calls “active shooter incidents.” According to a report released by the FBI, the most likely places for an active shooter incident to occur are commercial businesses, a fact that has many employers worried about the safety of their employees and customers.
Helping Employees Find a Work-Life BalanceG&A Partners
It’s no secret that the composition and needs of today’s workforce is completely different than that of 50 years ago, or even 20 years ago. With so many more demands on their time, it’s no wonder that the majority of employees struggle to balance their personal and professional responsibilities. Why should employers care? Employees who feel overworked are generally unhealthier, unhappier, less productive and more prone to absenteeism than employees who have achieved a work-life balance, and can negatively impact an organization’s overall performance.
G&A Webinar: Religion in the Workplace: January 2016 G&A Partners
Today's workforce is made up of individuals with varying and sometimes conflicting opinions about appropriate religious expression, particularly in the workplace. Because religion can be so deeply personal, disagreements tend to be uncomfortable, especially when emotions run high. In this atmosphere, employers may face challenging questions as they attempt to balance the rights of employees and the needs of the business, and be uncertain of what actions or policies they can and cannot implement to address the issue of religion.
Join us for a free webinar on Thursday, January 28 at 11 a.m. CST as Sean O’Donnell, one of our experienced HR advisors, explores the dos and don’ts of how to handle religion in the workplace.
Attendees of this free webinar will:
• Learn about the legal background of this issue, including federal regulations, case law and best practices;
• Explore an in-depth look at all issues of religion in the workplace: discrimination, harassment, accommodation and inclusion; and
• Come away with knowledge and practical strategies to deal with situations that may arise concerning religion in the workplace.
In this webinar, our HR expert reviewed the purpose and definition of the Family Medical Leave Act (FMLA), the rights and responsibilities of both employees and employers under FMLA, as well as how to recognize potential reasons for covered leave and what necessary steps you can take as outlined under FMLA.
In the work-centered world that we live in today, employees can more easily face burnout. Not only does this lead to detrimental mental, physical, and emotional health issues for the employee, it also has the potential to adversely impact the quality of their work, the work environment, and the overall business as a whole. This webinar covers risk factors that lead to burnout, how to identify burnout in employees, and how to mitigate the circumstances that can lead to burnout.
Preparing For The Affordable Care Act In 2016G&A Partners
Two of G&A Partners' Health Care Reform Specialists review potential strategies heading into 2016 that employers can use to ensure your business remains compliant with the employer provisions and mandate of the Affordable Care Act.
Discussion topics will include:
> The changes going into effect next year for employers with 50 or more full-time equivalent employees.
> The pending IRS reporting requirements employers will need to comply with.
> G&A Partners' ACA compliance tools and services.
Taking time to set and communicate performance objectives seems to overwhelm all managers at one point or another. In this webinar, Denise Macik, one of G&A Partners’ HR experts, will discuss the purpose of effective expectation discussions, how set performance goals and communicate them with your team, and provide guidance on how to handle tough situations that may happen during a discussion about performance.
Best Practices When Issuing Discipline and TerminationsG&A Partners
If you ask any manager what their least favorite part of their job is, odds are one of the top answers will be about firing or reprimanding employees. Having to terminate or discipline an employee is perhaps one of the most uncomfortable and unpleasant parts of being a manager. In this webinar, Sean O'Donnell, one of G&A Partners' HR experts, will talk about some best practices and potential legal pitfalls for managers when issuing employee disciplinary actions and terminations.
Building an effective safety culture editsG&A Partners
Join us as we offer proven solutions and techniques that encourage company-wide buy in for your safety initiatives. We will discuss the benefits of empowering your employees to take personal responsibility for their own safety, as well as the safety of those around them. Topics will include incentive programs, visual safety, and behavioral-based safety programs.
The traditional model for performance appraisals is proving to cause more problems than employers intended. Studies show that performance appraisals typically yield skewed results, have the ability to psychologically impact the employees, and are time-consuming with little ROI. In this webinar we will discuss:
• Specific problems with the traditional performance appraisal system affecting employees, managers, and the organization as a whole
• Effective tools that have been proven to accurately measure performance with valid outcomes
• Why employers should move away from the traditional performance appraisal model and move towards the performance management model
Recruitment Process Outsourcing WebinarG&A Partners
Host: Jose Laurel - Director of Recruitment Services G&A Partners
Recruitment Process Outsourcing (RPO) is a form of business where an employer transfers all or part of its recruitment processes to an external provider. This webinar is intended for recruiters, hiring managers, business owners and executives.
Understand the meaning of Recruitment Process Outsourcing. Become familiar with the multiple components
Determine how an RPO can be utilized in their organizations. Recognize that RPO is not just one process but a series of processes that can be used as needed
Answer the questions, do we have a recruiting process that works, or do we need to explore RPO options. Learn the benefits that an RPO can have on their organization.
Identify how to build alignment between recruitment efforts and corporate strategy. Seek next steps to improve recruiting and be creative in a competitive employee driven market
This program will cover the hottest topics in labor and employment law for 2015, including EEOC’s strategic initiatives, recent wage and hour developments, the NLRB’s encroachment into the non-union workplace, policy issues to consider in the year ahead, continuing questions about social media challenges, and more. This program will be a fast-paced look at these and various other trends that will impact employers this year and beyond, and will be aimed at enabling participants to get ahead of the curve to identify potential risks within their organizations.
• Goals for this webinar - Agenda
• Agency Update
• EEOC Strategic Initiatives
• Medical Issues in the Workplace
• Wage and Hour Developments
• The NLRB in Your Workplace
• Social Media Challenges
• Unemployment
• Reminders and Next Steps
G&A Partners Webinar - Respect in the workplaceG&A Partners
Maintaining respect and civility is a key component of creating a positive work environment. In this webinar, Vance Daniels, SPHR, will discuss how to identify and deal with conflict, harassment and discrimination, and what supervisors can do to promote respect in the workplace.
Resolving interpersonal conflict in the workplace
Recognizing and reporting harassment & discrimination
Handling complaints and taking corrective action
Professional Employer Organizations: Keeping Turnover Low and Survival HighG&A Partners
In the 2013 report, “Professional Employer Organizations: Fueling Small Business Growth,” a comprehensive analysis of existing economic data showed that small businesses in PEO arrangements have higher growth rates than other small
businesses, and small business executives who use PEOs are better able to focus their attention on the core business. In further exploring the impact of PEOs and their potential to help small businesses better meet the challenges of today’s
demanding economic conditions, this follow-up study examines employee turnover and business survival rates for businesses using PEOs and compares them to national data available from the U.S. Bureau of Labor Statistics (BLS). Applying a variety of different data specifications, we consistently found that PEO clients have lower employee turnover rates and lower rates of business failure than comparable national averages, after controlling for factors such as industry, size, and state of location.
Please join us for a G&A sponsored webinar with our outside counsel and nationally recognized expert on the Affordable Care Act, Seth Perretta of Groom Law Group, Chartered. Seth Perretta, who is located in Washington, DC and represents many employers and insurers (as well as the American Benefits Council (ABC) and America’s Health Insurance Plans (AHIP)), will provide an overview of what employers should be thinking about in 2015 with respect to the ACA. Seth will discuss, in part, the following:
Immediate issues of concern for employers who need to comply with the employer mandate as of January 1, 2015
Pitfalls for small employers with respect to the ACA, including compliance risks associated with small employers seeking to reimburse employees for their out-of-pocket medical expenses, including individual insurance premiums
The future of the high-cost “Cadillac Tax” provision and its likely effects on employer plans
The Supreme Court’s highly anticipated decision in King v. Burwell, and its potential to dismantle the ACA
Recent legislative activity related to health reform back in Washington, DC and the likelihood that this activity will lead to changes in the rules that govern your employer benefit plan offerings
Avoiding Unwanted Scrutiny Against Unemployment Insurance LawsG&A Partners
New conditions by the Federal government require all states to pass legislation to punish employers (or their agent’s) for demonstrating a pattern of failure to adequately respond to state UI information requests.
Employer responses to unemployment insurance claims is no longer a situation in which they can choose not to respond, but rather a requirement that must be performed by employers in order to be in compliance with these changes.
This webinar serves to educate the participants in explaining how and why this action by the federal government occurred and how to respond to these new changes.
An HR audit is a means of assessing a company's level of compliance with federal and state laws that measures the effectiveness of your HR policies and practices. In this webinar we will discuss employee relations, employee classification, job descriptions, and the interview process.
In the past, in-house human resources professionals and Professional Employer Organizations (PEOs) have had a rocky relationship. The main cause of this rift has been the belief that PEOs are out to replace in-house HR. G&A Partners, a Texas-based PEO, takes a closer look at this long-held - but completely false - myth, and explains why HR professionals should embrace, not fear, the services that Professional Employer Organizations offer.
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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Improving profitability for small businessBen Wann
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It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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1. BUILDING A HIGH PERFORMANCE
WORKFORCE - TRENDS AND PRACTICE
“Winning the talent revolution”
Presented by Jose F. Laurel
April 26,2012
2. TABLE OF CONTENTS
“Building a high performance workforce”
• HUMAN CAPITAL TRENDS THAT DRIVE EMPLOYEE ENGAGMENT
AND PERFORMANCE
• A LOOK AT BEST PRACTICES OF HIGH PERFORMANCE
COMPANIES
• THE CORPORATE CULTURE OF HIGH PERFORMANCE COMPANIES
• STRATEGIES YOU CAN IMPLEMENT TODAY TO BUILD A HIGH
PERFORMING WORKFORCE
4. HUMAN CAPITAL TRENDS THAT DRIVE EMPLOYEE
ENGAGMENT
Employee engagement can be defined as:
(An individual’s degree of positive or negative emotional attachment to their
organization, their job and their colleagues).
• This definition of employee engagement is a generally accepted
standard for three reasons:
1. It is measurable through a number of drivers of engagement;
2. This definition provides management with a cause and effect
understanding they can successfully influence;
3. This definition will improve business performance when embraced as a
responsibility of leadership and management.
Source: Scarlett Surveys
5. HUMAN CAPITAL TRENDS THAT DRIVE EMPLOYEE
ENGAGMENT
A quick look at the numbers:
• Gallup estimated that within the US workforce, more than $300 billion is
lost in productivity from disengaged employees.
• Organizations with higher than average levels of employee engagement
also realized 27% higher profits, 50% higher sales, 50% higher customer
loyalty levels, and 38% above-average productivity.
• 85% of a company’s market value is now calculated on intangible assets,
which is defined as knowledge, reputation, and human talent.
• Operating income improved by 19% over 1 year for companies with high
levels of employee engagement.
Source: Gallup, Brookings Institute
6. HUMAN CAPITAL TRENDS THAT DRIVE EMPLOYEE
ENGAGMENT AND PERFORMANCE
A quick look at the numbers:
• Operating income declined by 33% for companies with low levels
of employee engagement.
• According to Gallup it costs each employer $3400 to $10,000 in
salary in decreased productivity for each disengaged employee.
• Teams with high levels of engagement sell over 20% more then
teams with low engagement.
Source: Gallup, Brookings Institute
7. A quick look at the numbers:
• Compared with disengaged employees, highly engaged employees
are:
– 370 percent more likely to recommend that a friend or relative
apply for a job.
– 250 percent more likely to make a recommendation about an
improvement.
– 30 percent less likely to take a sick day.
SOURCE: SHRM
HUMAN CAPITAL TRENDS THAT DRIVE EMPLOYEE
ENGAGMENT AND PERFORMANCE
8. Human Capital Trends:
• In 2012 growth is king and to grow you must have a strong
people strategy.
• Align your human capital resources by providing the right tools,
training, and identifying the required skills to fuel your strategy.
• Develop and empower all levels of leadership and utilize the
experience, knowledge and management skills in your
organization.
• Due to the low cost of entry and “cloud” services, companies of
all sizes are turning to more reporting and analytical tools to
manage, measure, and develop their workforce.
HUMAN CAPITAL TRENDS THAT DRIVE EMPLOYEE
ENGAGMENT AND PERFORMANCE
9. HUMAN CAPITAL TRENDS THAT DRIVE EMPLOYEE
ENGAGMENT
Human Capital Trends:
• Social media and (smart) mobile devices are changing the human capital
game and forcing the hand of businesses to adjust in real time or get
eclipsed by the competition.
• Business stakeholders have realized that HR is a key driver in developing a
high performance workforce; therefore placing them front and center
making HR a strategic partner
• Firms of all sizes are coming out of an economic hibernation due in part to
the recessionary period, and as a result leaders are looking to merge,
acquire, or expand into new markets. Which in turn creates additional
stress on resource planning and all aspects of HR.
Source: SHRM, Talent Management, CBS news
10. A LOOK AT BEST PRACTICES OF HIGH
PERFORMING COMPANIES
11. A LOOK AT BEST PRACTICES OF HIGH PERFORMING
COMPANIES
HIGH PERFORMING COMPANIES:
• Chesapeake Energy
• Qualcomm
• Whole Foods Market
• Intel
• Pricewaterhouse Coopers
• Marriott International
• American Express
• Nordstrom
• General Mills
• Starbucks
• Disney
12. A LOOK AT BEST PRACTICES OF HIGH PERFORMING
COMPANIES
Senior Management has complete “Buy-In” and understands that:
• Creating engaged employees, sustaining high engagement levels, and measuring
employee engagement is as important as measuring and sustaining other key
performance metrics such as customer and financial measures.
• They know that creating an engaging environment is part of their competitive
advantage.
Measure performance and employee engagement with consistency:
• It's a part of their culture: Good years or bad, high performing companies continue to
ask, listen, and act on customer and employee feedback. They know how important
this information is to developing current and future leaders and teams.
13. A LOOK AT BEST PRACTICES OF HIGH PERFORMING
COMPANIES
Drive for accountability:
• This can be accomplished through reporting mechanisms or through established
performance standards. Managers, teams and leadership are accountable for the
results and follow up action.
• While generating and reviewing employee data is critical to driving accountability,
what is even more critical is the follow-up process. The follow up process should
mirror other organizational processes and programs.
Get people involved and owning the strategic direction:
• Once the teams and key players are in place management must provide support and
the required resources, (training, equipment, directive) to facilitate execution. This
also means be a cheerleader for the strategic good and making sure everyone is on
board and has ownership.
Source: TNS employee survey
14. A LOOK AT BEST PRACTICES OF HIGH PERFORMING
COMPANIES
Make HR a strategic partner:
• Workforce issues are critical as companies struggle to emerge from a global
recession, yet many companies are failing to make human resources a priority when
implementing a business best practice.
• High performing companies make certain that HR is involved with every business unit
when it comes to managing talent, leadership development, employee engagement,
and workforce planning.
• Leaders of high performing companies dig deeper when it comes to human resource
issues. They focus on flexibility, not on cutbacks, and are always willing to use HR as
a strategic partner
Source: Talent Management
15. A LOOK AT BEST PRACTICES OF HIGH PERFORMING
COMPANIES
Understand and manage multiple generations:
• This is the first time in American history that we have had four different
generations working side-by-side in the workplace.
• At work, generational differences can affect everything, including
recruiting, building teams, dealing with change, motivating, managing,
maintaining and increasing productivity.
• High performing companies understand that each generation is critical to
the overall success.
• They learn how to communicate with the different generations and
eliminate many confrontations and misunderstandings in the workplace.
Source: FDU Magazine
16. A LOOK AT BEST PRACTICES OF HIGH PERFORMING
COMPANIES
Understand and manage multiple generations:
• Traditionalists (born 1922-1943) – “No news is good news.”
• Baby Boomers (born 1946-1964) – “Feedback once a year and lots of
documentation.”
• Generation X (born 1965-1980) – “Sorry to interrupt but how am I
doing?”
• Millennials (born 1980-2000) “Feedback whenever I want it at the push of
a button.”
18. Defining corporate culture:
• A blend of the values, beliefs, taboos, symbols,
rituals and myths all companies develop over
time
• The philosophy, values, behavior, dress codes,
etc., that together constitute the unique style
and policies of a company
Source: Entrepreneur magazine
THE CORPORATE CULTURE OF HIGH
PERFORMANCE COMPANIES
19. A look at the numbers:
• 68% - leaders who believe their culture is a source of
competitive advantage
• 76% - believe it is changeable
• 65% - believe they need to change
• 81% - believe that an organization that lacks a high
performance culture is domed to mediocrity
• But fewer than 10% succeed in building one
Source: Bain & Co
THE CORPORATE CULTURE OF HIGH
PERFORMANCE COMPANIES
20. The distinguishing profile of winning cultures:
• Emotion packed vision – a simple compelling vision that resonates with
everyone, easy to understand, and goes beyond making money. For
instance with Disney, “To make people happy”.
• A true believer – everyone believes in the vision of the business and that it
will bring certain success. People must believe that they are involved in
something bigger other than self interest.
• Peer respect – the high performing companies seldom rely on fear to
motivate employees. The urge to earn and maintain the respect of one
another is what governs the behavior of employees and management.
THE CORPORATE CULTURE OF HIGH
PERFORMANCE COMPANIES
21. The distinguishing profile of winning cultures:
• Long term relationships – employees in high performing companies believe
and expect that long term relationships are the path to success. Short
term experiences, making enemies of colleagues and similar behaviors do
not make sense in a high performance culture.
• Attract high performing people – high performing companies attract
exceptional people. This group of people possess a can do attitude and a
heightened sense of commitment that drive superb execution. And the
results fall directly to the bottom line.
• Management systems – high performing companies view management
systems as an integrated solution to facilitate and support strategy
execution. The system should be rooted on three principles: precise
expectations, measurement and frequent feedback.
• Source: R.L Osborne, Scott S. Cowen , Case Western
THE CORPORATE CULTURE OF HIGH
PERFORMANCE COMPANIES
23. STRATEGIES YOU CAN IMPLEMENT TODAY TO
BUILD A HIGH PERFORMING WORKFORCE
• Companies that are underperforming must first do some self
examination and be prepared for the “reality shock” that the
shortfall is a result of their own actions.
1. A good place to start is by conducting a strategic audit. This
first step is important to determine if you have strategic
roadblocks that may potentially be holding you back from
execution.
2. Review the company’s current strategy for compatibility with
environmental trends, customer patterns, and the competition.
3. Only when the current strategy has been validated or modified
can you seriously take measures to get better.
24. STRATEGIES YOU CAN IMPLEMENT TODAY TO
BUILD A HIGH PERFORMING WORKFORCE
• The strategic audit helps to identify the corporate road map. It
is simply the direction the company is headed. To get a “snap
shot” of who your company is you must check your corporate
profile.
1. The corporate profile is how your company is perceived by your
employees, customers and management.
2. This profile is comprised of characteristics we previously
touched on, such as corporate culture, management systems
and people. A simple survey of all stakeholders will provide a
quick glimpse of your corporate profile.
Source: R.L. Osborne, S.S. Cowen, Case Western
25. STRATEGIES YOU CAN IMPLEMENT TODAY TO
BUILD A HIGH PERFORMING WORKFORCE
• An often forgotten step and yet one of the most critical to
building a high performance organization is the HR Analysis.
1. The HR analysis allows a company to strategically assess its
most valuable resource. It will expose weaknesses and provide
insight into such areas as: hiring practices, employee on
boarding, training and development, performance metrics,
succession planning, employee engagement, compliance issues
and other related matters.
2. Conducting an HR analysis will ultimately help a company align
its corporate strategy with its people management. This step
will serve to eliminate obstacles that often get in the way of
“building a high performance workforce”.
26. SUMMARY
“Building the high performance workforce”
• HUMAN CAPITAL TRENDS THAT DRIVE EMPLOYEE ENGAGMENT
AND PERFORMANCE
• A LOOK AT BEST PRACTICES OF HIGH PERFORMING COMPANIES
• THE CORPORATE CULTURE OF HIGH PERFORMANCE COMPANIES
• STRATEGIES YOU CAN IMPLEMENT TODAY TO BUILD A HIGH
PERFORMING WORKFORCE
27. Thank You
G&A Partners is a Houston-based HR and administrative
services company that manages human resources, benefits,
payroll, accounting and risk management for growing
businesses. G&A maintains offices in Houston, Dallas, San
Antonio, Austin, College Station, Corpus Christi, Arizona and
Utah. For more information about the company, visit
www.gnapartners.com or call 713.784.1181
Please send questions to info@gnapartners.com